An organisation's capacity to ident

An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.
High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organisations to greater and greater heights.
The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the cost of expensive training and lost productivity and inspiration.
However, not all high performers are stolen, some are lost. High performers generally leave because organisations don't know how to keep them. Too many EMPLOYERS are blind or indifferent to the agenda of would be high performers, especially those who are young. Organisations should consider how such people are likely to regard important motivating factors.
Money remains an important motivator but organisations should not imagine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.
Empowerment is a particularly important morivating force for new talent. A high performer will seek to feel that he or she "owns" a project in a creative sense. Wise EMPLOYERSoffer this opportunity.
The challenge of the JOB is another essential motivator for high performers. Such people easily become demotivaetd if they sense that their organisation has little or no real sense of where it is going. A platform for self-development should be provided. High performers are very keen to develop their skills and their CV. Offering time for regeneration is another crucial way for organisations to retain high performers. Work needs to be varied and time should be available for creative thinking and mastering new skills. The provision for a coach or mentor signals that the organisation has a commitment to fast-tracking an individual's development.
Individuals do well in an environment where they can depend on good administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.
Above all, high performers - especially if they are young - want to feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performers that will worry competitors.

Результаты (русский) 1:

Organisation's capacity An to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage. High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. People can push Such their organisations to greater and greater heights. The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. Financial impact of The such people leaving is great and includes the cost of expensive training and lost productivity and inspiration. However, not all high performers are stolen, some are lost. High performers generally leave because organisations do not know how to keep them. Too many EMPLOYERS are blind or indifferent to the agenda of would be high performers, especially those who are young. Should consider how Organisations such people are likely to regard important motivating factors. Money remains an important motivator but organisations should not imagine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. Seek motivation from They other sources. Empowerment is a particularly important morivating force for new talent. A high performer will seek to feel that he or she "owns" a project in a creative sense. EMPLOYERSoffer this opportunity Wise is. The challenge of the JOB is another essential motivator for high performers. Such people easily become demotivaetd if they sense that their organisation has little or no real sense of where it is going. A platform for self-development should be provided. High performers are very keen to develop their skills and their CV. Offering time for regeneration is another crucial way for organisations to retain high performers. Work needs to be varied and time should be available for creative thinking and mastering new skills. A provision for The coach or mentor signals that the organisation has a commitment to fast-tracking an individual's development. Individuals do well in an environment where they can depend on good administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas. Above all, high performers - especially if they are young - want to feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performers that will worry competitors.

Результаты (русский) 3:

identifying organization in, attracting and retaining highly skilled, high rates of people who can develop a strategy for victory has become a determining factor in competitive advantage.
executors easier to identify than nayti.oni people with apparently boundless energy and enthusiasm, qualities that shoe through their bad on even days. They are full of ideas and get everything done quickly and effektivno.oni inspire others, not only from the heart, but only through the power of their primeru.takie people can push their organizations to greater heights.
The problem is that It is the quality of people is very attractive to competitors and is likely to be headhunted. the financial implications of such people, leaving large and include the cost of expensive training and lost productivity and inspiration.
However, not all artists were stolen, performers tend pogibli.horoshih some to leave the organization because I do not know how to keep ih.slishkom many employers are blind or indifferent to the agenda will be the performers, especially the young. Organizations should consider how such people are likely to regard the motivating factor important.
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task work is another important incentive for good performers. Such people easily become demotivaetd feel their organization is a real sense of where idet.platformu for self-development, must be very interested predostavlena.horoshih artists to develop their skills and their rezyume.predlagaya recovery time is another important for organizations to retain high-impact employees. should be varied work and time, should be available for creative thinking and the development of new navykov.assignovaniya to coach or mentor signals that the organization has a commitment to fast-track the development of the individual.
persons, and in an environment where they can depend on adequate administrative support. they do not want to feel that the success of their winnings to the organization is lost due to inefficiencies and other shortcomings in the area of support.
above all, good performers, especially if they are young - want to feel that the organization they work for is considering them as they learn spetsialnogo.esli that he is not interested in them as people, but only as a highly commodities, it will hardly be surprising if their loyalty minimalna.s the other hand, if the organization do not invest in their own people, it is much more likely to win the loyalty of them and create a community of talent and high performers who will worry the competition.